analyst and investor day - air france klm€¦ · · 2014-12-03a draft law in 4 parts 1....

Analyst and Investor Day

20th January 2003

Current Issues2003, the Year of Privatisation

Philippe CalaviaChief Financial Officer

Privatisation of Air France

p An operation

8 decided by the French Government in July 2002, in agreement with Air France

8 a logical extension of the 1999 IPO

8 requiring accompanying legislation

A Draft Law in 4 Parts

1. Protecting Air France’s air transport licence and traffic rights

2. Providing a two-year transition period for the transfer of collective agreements from public to private status

3. Composition of the Board of Directors

4. Extending the shares-for-wage concessions scheme

Current Legal Framework

p EU Council Regulation No.240792 governing air transport licences

p Bilateral inter-governmental agreements

Current legislation limits degree of foreign airline ownership

Shareholder Control Mechanismsin Europe

p Compulsory sale of shares8 Lufthansa

8 British Airways

8 Iberia

p Specific share/Golden Share8 KLM

8 Iberia

Shareholder Control Mechanisms for Air France

p Shareholder monitoring mechanism

p Mechanism for alerting shareholders

p Mechanism for compulsory sale of shares

European standards, Labour Law (partly) + Civil Aviation Code

European standards, Labour Law + Civil Aviation Code

Board of Directors and approval of regulatory authorities

Status and staff rules

Collective bargaining agreements(Industry level)

Collective bargaining agreements(Company level)

Negotiations(Industry level)

Negotiations(Company level)

Current systemCurrent system Future systemFuture system

Collective bargaining agreements

Unilateral decisions

Status and Collective Bargaining Agreements:Decision-Making

Change of Employee Status

p Current employee status maintained for two-year period…

p … to enable management and unions to negotiate the transposing of current rules into future collective bargaining agreements

Current Board of Directors

p 6 State representatives 8 appointed by decree

p 5 “qualified individuals” 8 appointed by decree

p 2 representatives of shareholders other than the French State and employees 8 appointed by the Shareholders’ General Meeting

p 2 employee shareholder representatives 8 appointed by the Shareholders’ General Meeting

p 6 employee representatives 8 1 manager8 3 non-managerial staff8 1 flight deck crew member8 1 cabin crew member

Post-Privatisation Board

p Continued employee representation8 6 employee representatives

• 1 manager• 3 non-managerial staff• 1 flight deck crew member• 1 cabin crew member

8 2 employee shareholder representatives• including 1 flight deck crew member

p Board of Directors appointed by the Shareholders’ General Meeting

p Current Board composition maintained until Shareholders’ General Meeting confirms transfer of shares

Employee Investment in 1999 IPO

Subscribing employees 46,900 2,800

Participation rate >72% 79%

Shares requested (in million) 17 14

Subscription rate 2.5 times nm

GeneralEmployee Offering

Shares-for-salary concession scheme*

* pilots only

Future Employee Access to Share Capital Scheme

p General Employee Offering8 open to all employees…8 limited to 15% of the global offering

p Share-for-wage concessions scheme8 open to all employees…8 limited to 6% of Air France’s equity

Legal Process and Timeframe

July 2002: privatisation project announced

Adoption by the Government

Examination by Parliament

Passing of legislation and issuance of application decrees

18 December 2002

As from 12 February 2003+ “debate by both Houses”

~ 10 weeks

~ March-April 2003

Terms of Offering

p The share offering will be open to:8 Institutional investors

• International Offering

8 Individual investors• Public Retail Offering

8 Employees• Employee Offering• Shares-for-wage concession scheme

Changes in Shareholder Structure

Free Float

54% < 20%

33% ~ 60-65%

Employees13% ~ 15-20%Current

Post privatisation

Conclusion

p Freedom to forge equity partnerships

p Access to financial markets

Business FocusRoute Profitability Analysis:Revenue and Cost Considerations

Jean SanlavilleVice President Corporate Controlling

Unique database allowing:8 strategic orientations8 simulation work

Route Profitability Analysis: A Key Tool

p Overall economic and financial results

p Global cost structure

Global Company P&L Detailed ProfitabilityAnalysis

p Individual product profitabilityp Detailed economic results

broken down by category of product (long-haul/medium-haul, First / Business / Economy, etc.)

Air France Economic Management:Two Basic Options

Business UnitPerformance Monitoring

Route ProfitabilityAnalysis

p Year-on-year and on-going vs.budget measurements

p Business entity performance contract: unit cost management

p Major expenses monitoring(e.g. labour costs)

p Management of individual route economy

p Visibility of high margin and unprofitable routes

p Decision tool for targeted actions (e.g. commercial policy, discontinuation of routes, etc.)

Air France Route Profitability Analysis Principles

p The Air France route profitability analysis system has been built around some basic principles8 Consistency with Company economic data

8 Availability of data at the requested level from the flight number/day to the total business scope

8 Visibility of the cost breakdown and cost allocation rules

8 Use of a pre-established set of unit costs

From Air France Economicsto Route Profitability

p Company breakdown by key business8 Passenger 8 Cargo8 Maintenance and overhaul8 Other

p Economic data by key business includes8 Specific external revenues by key business8 Internal revenues / costs in key businesses8 Special external costs by key business8 External overhead costs to be split by key business

First step

Allocation to cargo business of passenger aircraft operating costs relative to the carriage of freightMaintenance costs billed to pax (passenger aircrafts) and cargo (freighter aircraft)

External revenues o o o

Internal revenues o o

Internal costs o o

Specific external costs o o o

Allocated external costs o o o

Pax Cargo MRO

p Passenger8 Non core-business revenue / costs (ground OPS)8 Passenger transport business analyzed by route

p Cargo8 Non core-business revenue / costs8 Freight carriage on passenger aircraft by route

and by customer8 Freight carriage on freighters by route and by customer

p MRO8 Economic analysis by order and by product range

Second step Breakdown of key-business P&L items

Cost Breakdown

ARA 2002 summer season

Long-haul Medium-haul Total

Passenger business: route profitability analysis formatCost breakdown by key expense

Sales & marketing costs

CateringMRO

Station groundAircraft costsG&A costsFinancial charges

User charges

100% 100% 100%

2.62.62.76.67.06.3

12.613.711.8

10.415.9

16.714.6

12.27.415.9

10.09.810.15.74.46.69.99.0

13.315.611.5

Cost Breakdown

Cost breakdown by variable/fixed item

30.130.629.7

12.613.711.8

37.836.239.0

19.519.419.5Cost proportional to load factor

Cost proportional to flight

Aircraft costs

Other fixed costs

100% 100% 100%

ARA 2002 summer seasonLong-haul Medium-haul Total

Passenger business: route profitability analysis format

Route Profitability Analysis

External revenue PaxExternal revenue Cargo

Total aircraft operating costsDedicated pax expensesDedicated cargo expenses

Total contribution delivered by passenger aircraft

(split by route)

p Transparent pax-cargo analysis for passenger aircraft

p Network factor8 Profitability computed by route, not by each origin/destination item

8 Contribution to network to be added to a specific route result

Business FocusRoute Profitability Analysis:Revenue and Cost Considerations

Bernard PeironVice President Network Planning & Scheduling

The ARA System

p A unique monitoring tool for the company:8 Same global vision and figures shared between

the different actors

8 Performance assessment per business unit

8 Transversal analysis (fleet, regions, alliance profitability)

From Global to Specific Issues

p An answer for each need8 High-vision level

• Global network profitability

8 Transversal level• Fleet profitability• Long-haul / short-haul activity monitoring• Performance by region• Operating / marketing • …

8 Detailed level• Route profitability per

– Aircraft,– Flight number,– Cabin– …

Decisions and Actions to Be Taken

p For the network planning and scheduling activity8 Reactivity and accuracy

p On the long/medium-term8 Network planning activity

• future schedule patterns, fleet plan, route development, aircraft capacity…

p On the short-term8 Scheduling activity

• fleet assignment, current schedule pattern scenarios …

p During the operational phase8 Regulating activity

• Adaptation to ad-hoc situations

Periodicity and Delay

p Accumulated monthly results within a short time allow8 On-going analysis of route performance

• Revenue: unit revenue (RRPK, RASK), load factor…

• Costs: fixed and variable costs

• Operating margin

8 Quick feed-back and action

8 Network planning decision models updated with accurate and reliable data

Route Analysis Complexity:Revenue/Costs Assignment Accuracy

p In a hub structure network8 How to split revenues between the feeding

and the continuing routes?8 How to differentiate point-to-point from connecting traffic?8 How to breakdown aircraft costs between routes

using the same fleet?8 How to split costs between a “peak time”

and an “off-peak time” flight using the same aircraft?

p Within the alliance, how to isolate revenues and costs regarding each partnership agreement?

Route Analysis Complexity:Global Network Optimisation

p Feeding routes (short-haul) may not be profitable by their own...

p ...but improve long-haul profitability by adding high contribution 8 Network contribution ratio

p Global margin improvement doesn’t result from the sum of local optimisation8 To maximize the global performance, fleet assignment

may penalize one specific route

Example of a European Route:CDG XXX

p 25% of this network contribution is not substitutable

p Without connecting passengers the loss of revenue on other routes would be 4.1 M€ (3 times the deficit of the route)

Gross revenues 48.6 M€Pax related costs 9.5 M€Legs related costs 21.7 M€Other direct costs 9.2 M€Ownership costs 4.2 M€Overhead costs 3.5 M€EBIT - 1.4 M€Profitability 0.972Total pax 257,771Connecting pax 107,363Connecting rate 42%Network contribution 25.9 M€

ARA results

Pascal de IzaguirreExecutive Vice President Ground Operations

The HubAir France’s Hub Strategy

Air France’s Hub Strategy

p Current situation

p Current issues

p Future developments

CDG Today

Terminal 2

Terminal 1 Terminal 3

runwayrunway

A system of dual runways which is considered the most efficient concept, as can be seen at the Atlanta hub in the United StatesAnd unique land development potential for the building of new terminals

2002 Airport Traffic Comparison

p CDG: 48.3 million passengers8 Terminal 1: 10.4 million passengers8 Terminal 2: 34.8 million passengers

• including 30.9 million for Air France and partners8 Terminal 3: 3.1 million passengers

p Orly: 23.1 million passengers• including 13 million for AF

CDG Capacity

p Current situation> 4 runways: 3 runways simultaneously operational> Reorganization of terminal airspace (April 02)

• Decongestion of airspace for CDG arrivals• Improved on-time performance

Current capacity (Summer 02) = 101 mvts/hr at peak times501,550 movements a year in 2002 including 58% by Air France and its partners

p Short-term improvements> New control tower (Summer 04) enabling the fourth runway

to go into operation

Announced capacity = 120 mvts/hr by summer 2004 at the earliest

Key Dates in CDG Development

1974: Opening of CDG11981 1982: Opening of Terminal 2B1982: Opening of Terminal 2A1989 1991: Opening of Terminal 2D1993: Opening of Terminal 2C 1994: Opening of TGV station1998: Opening of Terminal 2F11999: Opening of Terminal 2F2

2F1 2F2

• International • Schengen

CDG2 Today

2A & 2C: long-haul2B, 2D & 2F1: medium-haul2F2: long and medium-haul

Terminal 2: 6 Concourses

Division of Roles Between ADP and Air France

p Terminal 2 is owned by the Paris Airports Authority (ADP)8 ADP makes all the necessary investments for the development of

this terminal8 ADP carries out all basic maintenance of equipment and

provides cleaning services for all facilities8 ADP is responsible for the implementation of security measures

for both passengers and baggage

p Air France is responsible for its ground services: 8 check-in, boarding,8 ramp handling,8 connections,8 passenger transfers to planes…

CDG2 Hub Staffing

p Customer services (reception, sales, check-in, etc)8 about 3,400 AF agents and 1,100 subcontracted staff

p Ramp services and baggage systems (excl. catering and cleaning)8 about 2,000 AF agents and 1,800 subcontracted staff

p Passenger and baggage connections8 about 1,450 AF agents and 900 subcontracted staff

p Coordination, traffic, loading preparation (holds, fuel, cabin)8 about 450 AF agents

In total: more than 7,300 AF staffand 3,800 subcontracted personnel

Considerable Growth in Connecting Opportunities

Weekly connections – both ways –in less than 2 hours medium-haul – long-haul

14,93615,12114,267

11,316

7,8635,7505,233

1995 1996 1997 1998 1999 2000 2001 2002Summer

50Source : OAG – Summer 2002

The Most Powerful Hub in Europe

14,936

CDG FRA AMS LHR

Weekly connections – both ways –in less than 2 hours medium-haul – long-haul

Increase in Connecting Passengers

1995 1996 1997 1998 1999 2000 2001

2001 / 1995+ 50%

AAV *+7.0%

Total AF local

passengers

1995 1996 1997 1998 1999 2000 2001

2001 / 1995+ 93%

AAV* +11.6%

Total AF passengers

1995 1996 1997 1998 1999 2000 2001

2001 / 1995+ 150%

AAV* +16.5%

Total AFconnectingpassengers

All information on IATA years (April to March)*AAV: average annual value

803 flights handled

88,472 customers

53.4% connecting passengers

AF Hub at CDG2: Highlights

875 flights handled June 8, 2001

103,390 customers April 6, 2001

68% connecting passengers October 12, 2002

Summer 2002daily figures

(AF and partners)

Somerecord figures

p Current situation

p Current issues

To link up 4 airports with direct services, you need to operate 6 routes

Three routes are enough if connections are organized at one of the airports: the Hub. The number of flights

can then be increased or new services introduced for the benefit of customers.

Principles of a Hub

This organization enables AF to increase connecting opportunities. Each flight is fed by several markets which contribute to boosting the load factor

and consequently the economic performance of the routes concerned.

Passengers on board an Air France long-haul flight come from an average of 40 origins

VeniceMunich

Budapest

Luanda…

Stockholm

ParisCDG

Houston

Structure of a Connecting Bank at CDG2

Each of the Hub’s connecting banks is organized to guarantee a maximum connecting time of 45 min between:

the last long-haul arrival and the first medium-haul departure

the last medium-haul arrival and the first long-haul departure

Air France Hub at CDG2 is based onlong-haul medium-haul connections

LONG HAUL ARRIVALS

MEDIUM-H

AUL DEPARTURES

Slack period

MCT = 45 min

LONG HAUL D

EPARTURES

Duration of bank = 3 hours

MEDIUM-HAUL ARRIVALS

6:30* 12:30* 15:10* 18:10* 22:30*9:30*

LONG HAUL ARRIVALS & SHORT HAUL DEPARTURES

MEDIUM-HAUL ARRIVALS & LONG-HAUL DEPARTURES

PRIME TIME FOR DEPARTURES TO

EUROPE

PRIME TIME FOR ARRIVALS FROM

EUROPE

3 hours

Overview of CDG2 Banks

* Time of last arrival in each bank

Insufficiencies to Be Overcome

p Facilities that are no longer optimum for hub growth without detracting from its efficiency

p Lack of contact stands facilities which adversely affects on-time performance

p Current baggage system lacking sufficient performance and capacity

On-Time Performance:A Priority Issue for Air France

p Total performance rating from 1/4/02 to 31/12/02 of 82%8 3rd/4th ranking among AEA airlines

p Disparities depending on the destination8 Excellent results on domestic routes, with close to 90%

punctuality on the shuttle service8 Very strong performance on long-haul routes on departure from

international airports, and also on medium-haul routes8 Progress to be made on long-haul services from CDG

On-Time Performance on Long-haul Routes from CDG

p On departure from CDG, long-haul flights are the first to suffer, in terms of punctuality, from the shortage of contact stands and saturated facilities

18-point gap in punctuality between

contact & remotestands

Contact standsRemote stands

Apr 02 May 02 Jun 02 Jul 02 Aug 02 Sep 02 Oct 02

Hub Performance

p A dedicated Air France organization to guarantee successful connections for our customers, even in the case of delayed arrivals8 fast handling teams are available

• 100 « jetway » transfer agents for passengers• 420 « tail-to-tail » transfer agents for baggage

Baggage Transfers:Impact of New Security Measures

p Introduction of new security measures…

8 Since 31 December 2002, CDG and Orly have been the only major European airports, together with London, to offer 100% hold baggage screening with new-generation Explosive Detection Systems

8 In addition, Air France is testing different biometric technologies to further improve flight security

p … in a context of increased connecting traffic

8 An average of nearly 27,500 pieces of baggage a day (summer 2002)

8 A record of 34,810 pieces of baggage on 31 August 2002

p Current situation

p Current issues

Air France Hub Challenges

p Leverage hub’s development potential to absorb future expansion and fully integrate the SkyTeam alliance dimension

p Remedy current deficiencies in infrastructure to improve performance, productivity and customer satisfaction

Solutions Provided by Opening of Terminal 2E

p Increased contact stands

p A baggage handling system adapted to hub operations

Improved punctualityIncrease in the successful connection rateReduced operating costsEnhanced customer service quality

2ETerminal 2E Capacity :

• 52 check-in counters• 8 long-haul contact stands• 2 medium-haul contact stands• 12 remote stands

2F1 2F2

17 June 2003: Partial Opening of Terminal 2E

Gradual expansion of check-in and boarding facilities in Terminal 2E between June 2003 and April 2006

Terminal 2E Capacity in 2006 :• 156 check-in counters• 9 long-haul contact stands including 2 for A380s• 8 medium-haul contact stands• 5 remote stands

2F1 2F2

Gradual Phasing-In of Terminal 2E

Terminal 2E in 2006

CENTRAL BUILDINGCheck- In & Baggage Delivery

450m long / 70m wide

CENTRAL BUILDINGCheck- In & Baggage Delivery

450m long / 70m wide

ISTHMUSPolice & Security Checks

AF Lounges

ISTHMUSPolice & Security Checks

AF Lounges

450 meters

700 metersCONCOURSE

Boarding / Disembarking : 700m long / 30m wideCONCOURSE

Boarding / Disembarking : 700m long / 30m wide

A bright, spacious terminal, designed to facilitate passenger flows and fully integrate security requirements

Terminal 2E

Boarding Concourse – West section

Terminal 2E Will Offer Space & Fluidity

Terminal 2E Will Offer Space & Fluidityp Our “l’Espace” customers will benefit from enhanced services, with dedicated handling

areas for check-in, connections and baggage delivery.

p In addition, a new brand image for lounges will be launched, together with the introduction of new services 60% increase in seating capacity

T2E: New Features for Our CustomersModern communication channels for informing passengers using TFT (Thin Film Transistor) screens:8 In arrival jetways to display connections for the flight concerned8 In boarding areas for operational and commercial information8 In baggage delivery areas

2E/2F System More Efficientfor our Connections

p Terminals 2E and 2F offer simpler passenger circuitsp Enabling us to optimize flight assignments at these

terminals so as to:8 Offer short connections to a maximum number of customers…8 … and the fastest, most efficient connecting circuits

F2 - YYZ

F2 - S I N

F2 - ORD

F2 - M I A

F2 - KI X

F2 - HKG

F2 - DE L

F2 - BOS

F2 - BE Y

C- S DQ

C- RUN

C- NI M

C- M E X

C- LAX

C- JFK

C- I AH

C- GI G

C- E WR

C- CVG

C- BZ V

C- AT L

B- OUA

B- DLA

B- AM M

A- S XM

A- S E Z

A- P VG

A- P HC

A- NKC

A- M RU

A- LAD

A- JE D

A- FI H

A- DXB

A- CKY

A- CAI

A- BKK

Carte des Correspondances LC-MC S02 (moyenne journalière sur avril - aout 02)84 ,00 -8 7,0 0

81,0 0 -84 ,0 0

78 ,00 -8 1,0075,0 0 -78 ,00

72 ,00 -75,00

69 ,00 -72 ,0 0

66 ,00 -6 9 ,0 0

63 ,00 -6 6 ,0 0

60 ,00 -6 3 ,0 057,0 0 -60 ,0 0

54 ,00 -57,00

51,0 0 -54 ,0 0

48 ,00 -51,00

45,00 -4 8 ,0 0

42 ,00 -4 5,0 039 ,00 -4 2 ,0 0

36 ,00 -3 9 ,0 0

33 ,00 -3 6 ,0 0

30 ,00 -3 3 ,0 0

27,00 -3 0 ,0 0

24 ,00 -2 7,0 021,0 0 -24 ,0 0

18 ,0 0 -21,0 0

15,0 0 -18 ,0 0

12 ,0 0 -15,0 0

9 ,0 0 -12 ,00

6 ,0 0 -9 ,003 ,0 0 -6 ,00

0 ,0 0 -3 ,00

Improved Connecting Flows…

2B 2D 2F1 2F2

Proportion of flows represented: 67%

A degree of dispersion in connecting flows, and

sometimes distances too long between gates

Map of long-haul/medium-haul connecting flows in Summer 2002

F2-YYZ

F2-P HC

F2-MIA

F2-LAD

F2-DEL

F2-BEY

E-S IN

E-S CL

E-P EK

E-J FK

C-S XM

A-J IB

Carte des correspondances (moyenne journalière sur Avril-Août 2002) - Affectation S03 scindé

9 6 ,0 0 -9 9 ,0 09 3 ,0 0 -9 6 ,0 09 0 ,0 0 -9 3 ,0 08 7,0 0 -9 0 ,0 08 4 ,0 0 -8 7,0 08 1,0 0 -8 4 ,0 078 ,0 0 -8 1,0 075,0 0 -78 ,0 072 ,0 0 -75,0 06 9 ,0 0 -72 ,0 06 6 ,0 0 -6 9 ,0 06 3 ,0 0 -6 6 ,0 06 0 ,0 0 -6 3 ,0 057,0 0 -6 0 ,0 054 ,0 0 -57,0 051,0 0 -54 ,0 04 8 ,0 0 -51,0 04 5,0 0 -4 8 ,0 04 2 ,0 0 -4 5,0 03 9 ,0 0 -4 2 ,0 03 6 ,0 0 -3 9 ,0 03 3 ,0 0 -3 6 ,0 03 0 ,0 0 -3 3 ,0 02 7,0 0 -3 0 ,0 02 4 ,0 0 -2 7,0 02 1,0 0 -2 4 ,0 018 ,0 0 -2 1,0 015,0 0 -18 ,0 012 ,0 0 -15,0 09 ,0 0 -12 ,0 06 ,0 0 -9 ,0 03 ,0 0 -6 ,0 00 ,0 0 -3 ,0 0

… Thanks to Terminal 2E

2E2BS2BI 2D 2F1 2F2

Concentration of main flows in Terminals 2E & 2F which are

the most modern and offer the shortest passenger circuits.

The 2E/2F system will therefore drive Hub growth.

Map of connecting flows forecast for Summer 2003

Proportion of flows represented: 67%

Organization of Terminal 2E at Opening

p In June 2003, the 2E/2F system will focus on Skyteamactivity8 International airlines in Terminal 2E

• Aeromexico, Air France, CSA, Delta Airlines and Korean Air8 Schengen airlines in Terminal 2F

• Air France and Alitalia

p After Summer 2003, Terminal 2E will have the necessary capacity to accommodate new partners

2F1 2F2

Schengen Terminal

International Terminal

Schengen/Int’l Terminal

Automated Train landside

Landside Station

Automated Train Airside

Airside Station

Automatic Train Line3

S3 WestS3 East

Schengenmove to 2F2

Air France leaves Terminals 2A and 2B

Concourse S3 Capacity :• Flexible boarding gates:• from 11 LH + 9 MH stands• to 7 LH + 17 MH stands• International/Schengen flexibility for

medium-haul stands

Terminal 2E Capacity :• 156 check-in counters for all flights• 9 LH contact stands• 8 MH contact stands• 7 remote stands

Air France Hub at CDG2 in 2006…

Summer 2006 : An efficient system which will maximize gate-parking …

Satellites for regional aircraft (less than 100

seats):20 stands for 3 million

passengers

Air France CDG2 Hub in 2006

2F1 2F2

SAT 1 Line

SAT 3 Line

Future development for 2008-2009

Concourse S4 Capacity :• Boarding gates dedicated to

long-haul flights• 17 stands

Extension of Automated Train eastwards

Schengen Terminal

International Terminal

Schengen/Int’l Terminal

Automated Train landside

Landside Station

Automated Train Airside

Airside Station

TBE 2E Module

TBE 2F Module

TBES3 Module

2F1 2F2

Efficient Baggage Sorting SystemMove from several separate baggage systems today (capacity: 6,400 pieces of baggage per hour)

to a single system made up of interconnected modules (capacity of 12,800 pieces of baggage per hour)

TBE 2E Module

TBE 2F Module

TBES3 Module

2F1 2F2

Handling areas:

Local baggage Standard connection & local baggage

Expected Gainsp These new facilities will enable Air France:

8 To gradually improve the contact stand rate for its planes• Over 80% gate-parking with Satellite S3 and S3N• Over 90% gate-parking with Satellite S4

8 To improve its successful connections rate for both passengers and baggage…

8 … and service quality for customers

8 To have sufficient capacity for its development with: • the doubling of passenger capacity once Satellite S4 opens• the capability of accommodating the A380 when it enters the fleet in Winter

2006• the possibility of accommodating new SkyTeam partners

8 To improve its economic performance…• … thereby containing staff numbers (+ 4% between 2002 and 2006)

p For a global investment by the Paris Airports Authority (ADP) of €1.5 bn(for Terminal 2E, satellites, baggage handling system and various modules, and Automated Train line No.3)

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